I don’t decide how you will get the most value from our work together. Nor do you. The problem decides.
Different problems – and opportunities – lend themselves to two different approaches. The process of agreeing which approach will get the best results for you and your business begins with a conversation between us.
I mentor leaders facing issues that I have experienced in my own career, usually in sectors I know well. This is long-term support work and I rarely engage for fewer than 12 months. Typically we spend at least half a day a month together.
Over time, mentoring covers wide and varied ground. Human, financial or strategic crises rear up. We work and learn through them. Both mentor and mentee are held accountable by thorough planning, pinpoint roadmapping and defined outcomes.
Mentoring is a professional discipline and an excellent tool to help you build a business that makes more money, the right way.
Where mentoring is long-term and broad-based, my advisory practice provides short-term, targeted support to businesses from a wide range of sectors.
Often, I advise on achieving growth without undue pain.
In practice this means guiding leaders in sharpening product and service propositions, honing sales and marketing strategies, building consensus around growth objectives, and learning to win more pitches.
Investment is a precursor to growth, and I have a consistent record of helping businesses as they seek funding.